Leadership, The And Body Of An Organization

Recommendations for managers who demand to be leaders are to appearance compassion. To be a leader a person needs to see the world as an opportunity to change. They need to accept the employees ' dilemmas. Respect the assessment of the advisers and accomplish decisions that will be acceptable not only for them but the

Porter’s Five Forces was developed in 1979 by Michael Porter as a framework to assess and evaluate the competitive position of a company in an industry. It is based on the theory that there are five forces which identify the attractiveness and competitive strength of an industry. It is helpful to gain an understanding of a firm’s current positon and the position that the firm may look to capture in the future. Porter’s five forces are also used to

Strategic planning can dictate the success of any organization if properly planned as well as the failure of an organization if not implemented as planned. Strategic planning is all about making choices. It is a process designed to support leaders in being intentional about their goals and methods. Simply stated, strategic planning is a management tool, and like any management tool, it is used for one purpose only—to help an organization do a better job. This portion of the strategic plan will explain why an

Often times, leadership and management can easily be confused although they are very different on a fundamental level. More so, leadership is a process focused on making organizational changes. Leadership directs its focus towards, “tomorrow”. Additionally, leadership is transformational, consultative, and participative. It is geared toward leading people, having followers, and is often times regarded as people-oriented. Management on the other hand is about controls and results, it focuses towards, “today”. Management is authoritative, autocratic, consultative, and democratic. Management focuses on administering work that is to be completed. Also, managers have subordinates and is task-oriented. In relation to strategic planning both leadership and management have very different jobs. Effectiveness in an organization is directly dependent on the leaders. Strategic planning is crucial when clarifying where your organization is going and what measures you may be taking to reach your goal. Leaders are the ones who assemble the strategic plans to reach the goal. Through implementing the strategic plan, leaders influence people so that they are able to do their job willingly and enthusiastically. The leaders central focus is on the principles and guidelines. They work to ensure the strategic plan encourages any change that is needed. On the other hand, management organizes and coordinates the necessary steps of the strategic plan. They bring stability to plan and help regulate any policies and procedures that may be necessary in the strategic plan process. Managements attempts to have a firm basis on the control of what might be essential for the strategic plan. A few questions I might have for the management team at Oakwood Health Services are: “What criteria will we use to

In the opening of this paper the below description of the need for strategic leadership and the difficulty in defining it can both be seen. In Becoming a Strategic Leader: Your Role in Your Organization 's Enduring Success by Richard L. Hughes and Katherine Colarelli Beatty define this difficulty beautifully in their opening. The book opens with a description of the difficulty of learning to surf. As you stand looking at the beautiful ocean, you move to begin paddling out through the waves only to fail each time at getting up and successfully riding a wave all the way to shore. It speaks of trying and practicing at home, only to be thrown when the "moment ' counts. The imagery of attempting to learn to surf and failing due to a lack of

Strategic planning involves making decisions about the organization’s long-term goals and strategies and how the organization decides to implement their goals (Bateman, Snell, Konopaske, pg. 113). Strategies help organizations to have a clear perspective on how to go about accomplishing the goals they have in place. All organizations have a clear vision of what their mission and purpose as a company is, they know how to fulfill the mission, vision, and purpose and they know how to ensure that they accomplish all their goals. However, the route the organization takes to define these things determines how effective they will be.

Strategic leadership entails making decisions across different cultures, agencies, agendas, personalities, and desires. It requires the devising of plans that are feasible, desirable, and acceptable to one’s organization and partners whether joint, interagency, or multinational. Strategic leadership demands the ability to make sound, reasoned decisions specifically, consequential decisions with grave implications. Since the aim of strategy is to link ends, ways, and means, the aim of strategic leadership is to determine the ends, choose the best ways, and apply the most effective means. The strategy is the plan; strategic leadership is the thinking and decision making required to develop and effect the plan.

Link between strategic management and leadership: The Strategic management and the leadership are two terms which are closely interlinked and both are dependent to each other. They can be related to achieve the organizational goals and vision.

Per John M. Bryson, strategic planning, if properly conducted, can help the leaders and managers of public and non-profit organizations think, learn and act tactically. Strategic planning enables organizational leaders and managers to first identify their organization’s mission and/or purpose. Thereafter, the planning process permits these leaders to pinpoint the actions and activities that will enable the organization to achieve its mission. Finally, the planning process requires the organizational leaders to synthesize objectives and activities into a blueprint or concrete plan of action under which the organization will conduct its business.

Porter's five forces is a model launched in 1979 by Michael Porter. It is used by companies for industry analysis and corporate strategy development. The five factors include competition, supplier strength, customer power, the potential for new companies joining the industry, and the threat of substitute products. Below is the model of Porter’s five forces:

According to literature, strategic planning is vital for strategic management. Burgelman (1994) points that strategic planning is a process which decides how, when and who is going to plan and how the results will be implemented. Drucker (1974) identified that the planning for an organization’s future that includes setting major overall objectives, the determination of basic approaches to be used in

Given the demands of today's competitive and dynamic environment, it is quite challenging to understand strategic issues facing organizations and develop the capability for long term organizational success. Introduction in today's dynamic and competitive business environment, survival, growth and profitability are the essence goals of all industries. Nowadays, Porter's Five Forces is currently being adopted as the powerful management tool of choice by many organizations. The essence of Porter's Five Forces is that it can help senior managers to make right decision and build and sustain competitive advantages in the organization

Michael E. Porter, associate professor published the article titled “How Competitive Forces shape Strategy” in Harvard Business Review in 1979. This article is retitled as “The Five Competitive Forces That Shape Strategy” and published in Harvard Business Review in 2008. Michael E. Porter developed the model of Five Competitive Forces which is defined as “Competitive Strategy – Techniques for Analyzing Industries and Competitors”. It has become a main device for analyzing an organizations structure in strategic practices.

Porter’s five forces analysis not only provides the ideas to create the strategic plan but also assesses the attractiveness of an industry.

Before understanding “how” we must know “what” Porters Five Forces model really is (Michael E. Porter, 2008). Company strive to secure a competitive advantage over their rivals, I mean who doesn’t want to be the best? Although the intensity of rivalry varies within each industry and these differences can be important in the development of strategy, but rather the five forces (Porter, 2008) being a strategy of any sort, it acts a framework in securing a strategy. The only time where strategy is irrelevant, would be when you have no competitors where ultimately the environment is a monopoly, or when you have a ton of money to throw around and waste. But